Organising who is responsible for what and how things should run is of decisive importance when creating a major project. Clients, authorities, inspectors, contractors and designers must be involved in the project in such a way as to ensure that work proceeds perfectly and in an orderly fashion and that quality goals are achieved. Any project organisation is based on contractual foundations, which lay down the rights and obligations of those involved.

The overall project organisation chart of the general contractor in charge of building the OL3 power plant as a whole, the consortium of AREVA NP and Siemens PG, is shown in Figure 4.15.

By way of example, some of the governing tasks in these areas are listed below: Quality and environment

— Checking subcontractors’ quality documents

— Auditing subcontractors’ staff and own staff

— Monitoring the work of the other departments, to check that they comply with the quality assurance plan

Fig. 4.15 OL3, general contractor’s overall organisation chart (as at 08/2009)

— Managing and leading the quality assurance teams for the individual trades

— Training site staff in quality assurance

— Assisting the construction and engineering teams in coordinating specifically with the client and the authorities

Project control

— Bookkeeping

— Contract management for subcontractors’ contracts.

— Assisting subcontractors commercially

— Monitoring the subcontractors budget

— Invoicing (to client)

Logistics

— Organising delivery of plant components to site Communications

— Marketing/public relations

— Organising site inspections

— Producing presentation documents

— Producing and approving site photos

Human resources

— Dealing with staff employed on site Commissioning

— Managing and coordinating system commissionings Construction

— Coordinating construction and installation

— Organising and coordinating building construction sections, installing components

Engineering

— Coordinating schedules

— Producing working documents

— Checking subcontractors’ working, concreting and installation drawings

— Producing amendments to drawings

Health and safety

— Producing safety at work instructions for use on site

— Checking safety at work on site

— Reporting involved

Contract management

— Drawing up subcontractors’ contracts

— Negotiating subcontractors’ contracts

— Administrating client’s contract

Time scheduling

— Verifying that subcontractors’ timetables match project timetables

— Assisting construction department with producing specific coordination timetables

The tasks and communications paths between building management, client and subcontractors are shown in Figure 4.16.

Client’s construction department
QC dept	Design dept	Site supervisors
• Monitor all processes to see they comply with documents cleared • Pursue deviations from process cleared • Conduct audits • Check drawings • Liaise with authorities and atomic power authority	• Check performance documents • Check changes to drawings • Approval on behalf of client • Liaise with authorities and atomic power authority • Send documents checked by client to authority	• Monitor MC’s work on site • Monitor quality in accordance with approved quality plans

MC’s QC dept	MC’s design dept	MC’s site management
• Monitor all processes to see that they comply with documents cleared • Pursue deviations from process cleared • Conduct audits • Check drawings	• Check documents submitted by subcontractors (working drawings, construction status plans, concreting drawings, etc.) • Produce changes to plans • Send documents to be cleared • Clear drawing documents and dispatch plans as cleared by the authority	• Monitor subcontractors on quality, costs and deadlines • Coordinate services of different subcontractors • Handle quality monitoring as per quality plans cleared

Fig. 4.16 Tasks and communications paths in project management